目标管理视角下企业经济管理的创新思考

文章主要针对目标管理视角下企业经济管理的创新问题进行了深入的探讨以及详细研究,同时笔者结合自身多年实践工作经验针对此类问题中所存在一些不足之处指出了具有建设性的意见和建议。 并且也给出了可行性较高的具体解决策略,希望能够为同行业工作者提供有效的参考,从而进一步地促进我国该行业的逐步发展与优化。     

目标管理视角下企业经济管理的创新研究

随着我国经济从高速增长阶段向高质量发展阶段转变,各行各业均面临空前的市场竞争压力。在此经济背景下,企业如何在激烈的市场竞争中生存与发展成为一个亟须解决的问题。本文深入分析当前企业经济管理中存在的问题,并提出目标管理视角下企业经济管理的创新策略,旨在实现企业成本控制和资源有效利用,进而提高企业的经济效益。     

目标管理视角下企业经济管理的创新研究

对企业来说持续优化、学习,才是完善自身不足的有效方法,尤其在复杂的市场环境下,企业要想提高自身核心竞争力,必须重视经济管理机制的创新。目标管理能够起到有效的推动作用,也是创新经济管理工作的前提条件。因此企业要立足目标管理视角,采取合理措施提高经济管理效率,通过打造符合市场需求的经济管理模式,促进企业蓬勃发展。文章从目标管理的视角,对企业经济管理的创新策略展开分析,以进一步优化企业经济管理体系,从而使企业在竞争日渐激烈的市场环境下获得发展先机。     

激发企业一线员工创新行为管理建议

随着科学技术的不断发展,市场竞争的日益激烈,创新越来越受到企业的重视,而员工创新更是企业创新的基石。通过阅读相关文献总结出,影响员工创新行为的因素主要包括员工个体因素、组织情境因素和员工个体因素与情境因素的交互作用三个方面。基于此并结合企业一线员工的具体情况提出激发企业一线员工创新行为的管理建议。     

新形势下油田改制企业管理目标如何创新探究

在中石化大模块专业化重组的新形势下,对石油改制企业改革将产生重大的影响,改制企业要想立于不败之地,必须着眼未来,树立现代企业的管理理念和发展战略,探讨创新油田改制企业管理目标迫在眉睫。本文根据作者多年工作经验,就如何加强油田改制企业管理目标的创新进行了简要阐述,以实现增强改制企业适应油田市场竞争环境、快速响应油田市场变化需求的能力,为我国油田改制企业发展奠定坚实基础。     

魏杰企业管理目标如何创新

关于利润最大化，应该说是几乎所有企业都一直在追求的目标，对此，不能责怪企业。但是从现在来看，利润最大化目标并不是企业的理性化目标，理性化目标有时也叫合理性目标。现在企业的理性化目标应该是包括三个方面的内容：生存目标、双盈目标、可持续发展目标。对于这种理性化目标，我们现在必须要考虑的是它和企业利润最大化目标之间是一种什么样的关系，我们到底怎么样才能协调好它们之间的关系。     

基于知识创新驱动的企业战略管理行为研究

随着社会的发展,知识创新已成为社会发展的主要方向,知识创新驱动理论也成为了企业战略管理行为研究的主要内容。本文分析了知识创新驱动型企业战略管理行为的影响因素,以及从个体战略管理行为、组织战略管理行为、组织外战略管理行为来分析企业战略管理行为特征,以期为知识创新型企业开展知识创新活动和战略管理活动提供依据。并提出,知识创新可以促进企业战略管理行为的现代化和可持续发展。     

“三位一体”创新目标精细化管理

近些年来随着企事业单位的不断发展,在管理上推陈出新实现了突破和创新,通过科学的管理手段和资源的优化配置提升企事业单位的管理能力。创新目标精细化管理集中体现在对制度的完善、手段的丰富和经验的总结,提升企事业单位的管理水平,满足自身的发展需求,提升企事业单位的结构组成。本文对目标精细化管理的理念进行了具体的概述,通过准确的把握提升企事业单位的管理能力,从细节出发不断的考虑多元化的发展因素,从而拓展目标精细化管理的途径,实现不断的创新以适应时代发展的需求。     

企业目标管理的实施分析

笔者结合工作实际,阐述了目标管理在企业管理中的实施过程和价值,表明了企业目标管理是我们提升企业管理、达成公司与个人目标双赢的有效途径。     

The counter-conventional mindsets of entrepreneurs

These days, it seems, nearly everyone aspires to be an entrepreneur. But many entrepreneurs think and act differently than the way in which most other businesspeople do and the way much of today’s business education encourages them to think and act. My in-depth examination of dozens of entrepreneurs I’ve come to know well over the past 2 decades tells me that their unconventional—or, dare I say, counter-conventional—mindsets and behaviors are marked by six common patterns: (1) ‘Yes, we can;’ (2) beg, borrow, or steal; (3) think narrow, not broad; (4) problem-first, not product-first logic; (5) ‘No’ is something waiting to be turned into ‘Yes’; and (6) ask for the cash and ride the float. Thankfully, we now know that entrepreneurs are made, not born. These six patterns of entrepreneurial thought and action are eminently learnable. If you want to someday be an entrepreneur, or if you want the people in your company to become more entrepreneurial, then developing—or encouraging and incentivizing your people to develop—such a mindset might constitute a suitable first step toward preparing you to follow a more entrepreneurial path or to foster a more entrepreneurial culture in your company.     

When does internal governance make firms innovative?

Using managerial risk-taking as a lens to explore firm innovativeness, this study addresses the risk alignment effects of firm-level governance and its context-dependent nature. On the basis of the contrasting theoretical predictions of agency and stakeholder theories, the investigation shows how internal governance, in terms of managerial ownership and board competence, shapes the performance of new product introduction in a sample of 194 Taiwanese firms. These relationships are also conditioned separately by industry-wide technological opportunity and within-firm resource slack. This study enriches the body of knowledge in the strategic outcomes of corporate governance by demonstrating the general efficacy of two distinct governance arrangements and their contingent value when subject to different environmental and organizational munificence.     

Are workplaces with many women in management run differently?

Are workplaces with a high percentage of women in management run differently? This paper uses data from the British 1998 Workplace Employee Relations Survey (WERS98) to analyze empirically the relationship between the percentage of female workplace managers and people-management practices. The results show that workplace management teams with a higher proportion of women monitor employee feedback and development more intensely. Such teams also tend to promote more interpersonal channels of communication and more employee participation in decision-making, although the evidence is weaker for these last two practices. Overall, the findings suggest that the concept of good workplace management practices converges on female leadership styles when the percentage of female managers increases.     

Causes and consequences of managerial failure in rapidly changing organizations

To survive in today's ultra-competitive business environment, organizations must better understand the factors that cause managers to fail to achieve desired results. To that end, focus group data was collected from 1040 managers from over 100 different U.S. manufacturing and service organizations experiencing large scale organizational change in order to help identify the primary causes of managerial failure. This article discusses the 15 primary causes of managerial failure identified in the study, along with their perceived consequences to managerial and organizational performance. Ultimately, it is hoped that this will provide a guide for improving the effectiveness of both individual managers and the organizations they serve.     

网络经济下财务管理新思考

互联网的发展与普及、电子商务浪潮的涌起 ,导致了网络经济时代的来临。在网络经济下 ,人们传统的资本、财富、价值观念发生了变化 ,财务管理的环境发生了变迁。这必然引起财务管理的发展和创新。从财务管理的理论结构、内容及职能三个方面探讨财务管理的创新。     

In pursuit of service encounter quality: Will service-oriented high-performance work systems benefit high-contact service industries?

Integrating social exchange and psychological contract theories, this study examines how perceived service-oriented high-performance work systems (service-oriented HPWS) augment high-contact service organizations to improve their service encounter quality. In addition, it also tests the impact of psychological contract fulfillment, innovative work behavior, and prosocial service behavior as parallel and serial mediating variables in the relationship between service-oriented HPWS and service encounter quality. Using survey data collected in three-time lags from 394 full-time frontline employees and their customers across high-contact service contexts, direct and indirect effects of service-oriented HPWS on service encounter quality were tested employing structural equation modeling. The results revealed that service-oriented HPWS is positively associated with service encounter quality via psychological contract fulfillment, innovative work behavior, and prosocial service behavior. The study contributes to the extant literature by integrating social exchange and psychological contract theories in explicating the impact of service-oriented HPWS on service encounter quality.     

Why implementing corporate innovation is so difficult

While corporate innovation is commonly touted as a viable strategy for sustaining superior performance in today's corporations, the successful implementation of corporate innovation remains quite elusive for most companies. A recent Accenture survey of more than 500 executives revealed that over 50% report a poor innovation process, while fewer than 18% believe their own innovation strategy provides a competitive advantage for the firm. While many causal reasons can be offered, our research on corporate entrepreneurship and innovation demonstrates there are four key implementation issues that most corporations are not recognizing or responding to effectively. Effective recognition of and response to these four implementation issues may represent the difference between those companies that create a successful corporate innovation strategy and those that do not. The four issues are: (1) understanding what type of innovation is being sought, (2) coordinating managerial roles, (3) effectively using operating controls, and (4) properly training and preparing individuals. Together, these four issues—if understood and appropriately addressed—help create an effective innovative ecosystem within the organization.     

生态文明视野下绿色技术创新的原则与动力

绿色技术创新内含着生态文明的要求,体现了生态文明的价值取向。生态文明视野下绿色技术创新必须坚持整体效益原则、协调发展原则、以人为本原则、实事求是原则和动态开放原则。生态恶化是绿色技术创新外在的推动力。绿色消费是绿色技术创新决策的导向力。追求经济效益是绿色技术创新主体的需求力,国际贸易是绿色技术创新市场的发展力。